I was 26 years out of law school before I moved in-house.
In those 26 years, I had never heard of “one-on-ones” (outside of the context of basketball). When I moved to a corporate job, folks were astonished by my ignorance. (A small part of that astonishment had to do with my unfamiliarity with one-on-ones.)
I’ve now been working for four years in what I take to be a typical (indeed, world-class) corporate environment, and I’m ready to declare the truth, thus offending every human resources professional who has ever lived: One-on-ones — individual weekly meetings between managers and each of the people who report to them — are generally unnecessary.
I know, I know: One-on-ones guarantee that the manager knows what’s happening in his or her department. And the meetings let managers give immediate feedback on how members of the team are performing. And there’s nothing like personal conversations to build relationships and esprit de corps.
It’s been viewed online nearly 7 million times. Sheryl Sandberg calls it one of the most important documents ever to come out of Silicon Valley. And it was created by the company whose stock increased in 2013 more than any other’s in the S&P 500—up nearly 350%.
Going through the entire PowerPoint (I have) is valuable in and of itself; if nothing else, you’ll see how very well done PowerPoints can be, for a change. But the HBR article, written by the former head of HR at Netflix itself, distills their approach to talent into five tenets based on two key insights into how people actually feel about performing their jobs…
Prefatory clarification: What follows isn’t addressed to your inner circle of key leaders, or to the Super Rainmakers, all of whom you presumably know intimately, and with whom you talk about what follows all the time, in ways tailored to each individual. Rather, what follows is addressed to how you deal with all the talent that’s not at the tippy-top of your firm already.
That law firms are all about talent is a commonplace. Too bad that so many lawyers seem to have an uncanny knack for knocking the wind out of the sails of the most spirited contributors.
I dare you to tell me that you don’t recognize at least a few colleagues who exhibit some of the behavior described in The Three Habits of Highly Effective Demotivators, just picked as one of the top posts of 2013 on Booz & Company’s “Strategy & Business” publication. If these colleagues are at your firm now, you know what to do; if they used to be at your firm and you took the necessary measures, congratulations. (Just be on alert that you may have to do it again.)
The author uses the example of a real, but disguised, high-tech startup in the academic sector, whose CEO—otherwise brilliant—was referred to internally, sotto voce, as “the DM,” standing for “the DeMotivator”:
Ed. note: This is the latest installment in a series from Bruce MacEwen and Janet Stanton of Adam Smith Esq. and JDMatch. “Across the Desk” takes a thoughtful look at recruiting, career paths, professional development, human capital, and related issues. Some of these pieces have previously appeared, in slightly different form, on AdamSmithEsq.com.
One of the thorniest issues any leader has to deal with is telling senior-level underperformers that they’d be better off elsewhere. It calls on every skill in the manager’s bag of tricks, from financial analysis to subtler cultural and personality judgments, and accurate perspective on the impact on the organization overall of asking a high-profile person to leave.
To be honest, it’s also one of the most difficult challenges we deal with in advising firms about their paths forward. Although at times it’s crystal clear what needs to be done, far more often you have no such luxury of being able to shortcut analysis and judgment, and you have to work through all the potential interactions and repercussions to decide with some degree of confidence what to do. Then of course you actually have to do it. You’d be surprised — or maybe you wouldn’t — how often otherwise hard-headed and decisive leaders never quite get around to that part of it….
Alright, alright: At one level, it is about the money.
If you’re saddled with $100,000 in student debt and you’re unemployed, some money would help.
But if you’re making $160,000 in your first year out of law school, it’s not about the money.
When I entered the legal workforce, the “going rate” and terms of employment varied regionally in the United States. I chose to work in San Francisco — earning less than the going rate in New York and being entitled to only three weeks of vacation each year, instead of the four offered elsewhere — because I preferred San Francisco to New York. It wasn’t all about the money.
I chose to work at a small firm (I was the 21st lawyer at the joint) — knowing full well that my annual raises would be less at my small firm than they would have been at a large one — because I wanted real responsibility early in my career. It wasn’t all about the money.
When I later moved to one of the biggest firms in the world, it still wasn’t all about the money . . . .
If you work in Biglaw, there is a very good chance that you represent at least a few publicly traded companies. For these companies, and their employees, thinking about business performance is usually framed temporally in quarters — as in “it was a great quarter” or “we need to close out this case by the end of the quarter.” Of course, investors and the public are kept apprised of company performance through quarterly reports as well.
I must confess that this time increment, the “quarter,” took some adjusting to. In fact, until I joined Biglaw, and worked on a case for a publicly-traded client, I had never used the term in a temporal context. By now, after over a decade of working with publicly traded corporations and their employees, corporate-speak such as references to quarters has become much more familiar to me. And while I would never ask my kids what their expectations are for school performance this quarter, I see definite value in measuring professional performance along that time frame….
I wrote several weeks ago about why I should waste time — why I should attend some meetings at which I’m not really necessary. I should do this to learn what folks on my team are doing on a daily basis, to have a chance to work one-on-one with more people who ultimately report up to me, and to improve employee job satisfaction by having a manager show interest in employees’ work.
To my in-house eye, that’s not “wasted” time; it’s “invested” time — time that improves our collective well-being, even though it doesn’t result in my having completed a specific task that the organization needs accomplished.
As I think about it, I see an awful lot of these things in-house that I would never have seen at a law firm. For example, several weeks ago, we decided to invite a junior in-house lawyer to attend meetings of our “Corporate Ethics Committee,” at which a fairly senior group addresses, among other things, important issues that arise through our corporation’s anonymous ethics hotline. We didn’t invite the junior lawyer because his or her attendance was important to the committee’s deliberations; rather, we thought that attending the committee meetings would provide helpful training and give the junior lawyer more exposure to senior people in the department.
At a law firm, everyone would spit in your eye if you suggested that a junior person should unnecessarily attend a meeting simply for the sake of training and exposure: This would constitute either over-billing the client or wasting potentially billable hours. . . .
I went through my first 360-degree review — where those above, beside, and beneath you in the organization all anonymously evaluate your performance — two years ago. Never one to shy away from abject public self-humiliation, I shared the result of that review in this column. I revealed that my biggest “blind spot” two years ago was in the area of celebrating the accomplishments of folks on my team: I thought I was pretty good on that score; those who worked under my supervision begged to differ.
I told you that I would fix that problem, and I did. During this year’s 360-degree review, my score for celebrating our accomplishments was a solid 4.0 — 0.9 better than two years ago, and precisely how I’d graded myself this time around. It had actually been pretty easy to solve this problem: I distributed emails celebrating our victories more often and to wider audiences; I stopped by folks’ desks to congratulate them on wins; and I was otherwise more sensitive to letting the world know when my merry gang of litigators did nice work.
Now that I’ve solved one management problem, however, another one naturally reared its ugly head during this year’s 360-degree review . . . .
Ed. note: This is the latest installment in a series of posts from the ATL Career Center’s team of expert contributors. Today, Sunny Choi interviews a fifth-year associate at a Biglaw firm who has some advice for summer associates.
If this is your 2L summer at a Biglaw firm, then you’re probably reveling in a copious number of three-hour lunches and nightly open bars, courtesy of the firm’s unofficial summer wallet. However, as a summer associate, this is also your time to make a lasting impression on the firm where you’ll most likely settle down for the next several years of your legal career.
I’ve conducted an unofficial interview with “Lady G,” a fifth-year associate at a certain Biglaw firm in Manhattan. She has kindly offered tips on how to be a stellar summer associate, based on her experience serving as an assignment coordinator for the summer associate program and working with summers in general.
How big is the summer associate program at your firm?
Pretty big, I would say 100+ associates divided into six teams. Each summer gets matched with an associate mentor and a partner mentor.
Could you describe your role as an assignment coordinator for your firm’s 2011 program?
Ed. note: The Asia Chronicles column is authored by Kinney Recruiting. Kinney has made more placements of U.S. associates, counsels and partners in Asia than any other recruiting firm in each of the past seven years. You can reach them by email: firstname.lastname@example.org.
Please note that Evan Jowers and Robert Kinney are still in Hong Kong and will stay FOR THE REMAINDER OF THIS WEEK. We still have a handful of available slots for meetings with our Asia Chronicles fans. If we have not been in touch lately, reach out and let us know when we could meet! There is no need for an agenda at all. Most of our in-person meetings on these trips are with folks who understand that improving a legal practice through lateral hiring is an information-driven process that takes time to handle correctly.
Regarding trends in lateral US associate hiring in Hong Kong, we of course keep much of what we know off of this blog. Based on placement revenue, though, Kinney is having one of our most successful years ever in Asia. We are helping a number of our law firm clients with M&A, fund formation, cap markets, project finance, FCPA and disputes openings. These are very specific needs in many cases, so a conversation with us before jumping in may be helpful. As always, we like to be sure to get the maximum number of interviews per submission, using a well-informed, highly targeted, and selective approach, taking into account short, medium and long-term career aims.
Making a well informed decision during a job search is easier said than done – the information we provide comes from 10 years of being the market leader in US attorney placements at the top tier firms in Asia. There is no substitute for having known a hiring partner since he/she was an associate or for having helped a partner grow his or her practice from zip to zooming, and this is happily where we stand today – with years of background information on just about every relevant person in all the markets we serve, and most especially in Hong Kong/China/Greater Asia. So get in touch and get a download from us this week if we can fit it in, or soon in any case!
The legal industry is being disrupted at every level by technological advances. While legal tech entrepreneurs and innovators are racing to create a more efficient and productive future, there is widespread indifference on the part of attorneys toward these emerging technologies.
When the LexisNexis Cloud Technology Survey results were reported earlier this year, it showed that attorneys were starting to peer less skeptically into the future, and slowly but surely leaning more toward all the benefits the law cloud has to offer.
Because let’s face it, plenty of attorneys are perhaps a bit too comfortable with their “system” of practice management, which may or may not include neon highlighters, sticky notes, dog-eared file folders, and a word processing program that was last updated when the term “raise the roof” was still de rigueur.